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| Criterion |  Decision Making Decision Matrix |  Operations Change Analysis |  Operations Fishbone Diagram |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 45-90 min | 45-120 min | 30-60 min | 2-8 h |
Participantsdifferent | 2-8 | 2-6 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Fishbone Diagram, Cause Categories, Investigation Backlog | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | ChangeRoot causeTroubleshootingComparison | Root causeQualityOperations | Problem solvingRoot causeDecisionOperations |